Profitability Analytics

In a prior blog I discussed the importance of management accountants understanding the fundamentals of revenue management (RM). Too often attention to RM is in the hands of marketing and sales manager

During a meeting the other day the topic of Economic Value Added came up. Surprisingly, it solicited quite a few negative responses. One member of the group stated that “Economic Valued Added is a far

San Francisco’s Millennium Tower, the tallest residential building in the city, was constructed in 2009 and won numerous engineering awards upon construction. It didn’t take long, however, before it w

I enjoy maturity and evolution models of all kinds, especially for business. Stages of maturity models provide confidence that regardless what stage one is at – low or high – there is a next step furt

As revealed in IMA sponsored surveys over the past two decades, organizations continue to use invalid cost models to develop the cost information their managers use to support decision making despite

The popular New York City Broadway musical Hamilton has drawn attention to the founders of the USA who wrote the USA’s Declaration of Independence in 1776. Subsequently in 1789 the USA’s Constitutio

PACE invites you to join a webinar on “Introducing the Profitability Analytics Framework” Date: Dec 9, 2020 Time: 11:00 AM – 11:30 AM Eastern Time, to be followed by an interactive discussion sessio

Budgeting is something almost every company does and something almost everyone hates and mistrusts. Personally, I’m not a fan and lean strongly toward the Beyond Budgeting approach, but like nearly ev

Ever notice how the personalities and dispositions of animals often resemble humans? An organization’s pursuit of adopting corporate performance management (CPM) methods involve personalities of all t

To many people, management accounting is almost synonymous with cost accounting. Yet management accounting can, and should be, so much more. Management accountants aspiring to become business partners

The heartbeat of a business really is revenue generation, sales to customers. Optimizing processes and costs is necessarily a secondary event….I’m sorry to say this because I’ve always been a huge fan

Revenue management was pioneered as “yield management” by American Airlines in the 1980’s and subsequently deployed by Marriott International and others in diverse industries attempting to maximize t

How many times, as a management accountant, have you been asked for a “True” cost? Have you ever thought about what this means? What cost did you provide that was not “true”? And did you lie when

Quality!? How many times we hear of this word and the related concepts and standards needed to be met in order to be certified as an ISO 9000 (and following…) organization. But are we sure about the

Here at PACE we're looking to develop a community of professionals and academics interested in Profitability Analytics. We're planning on starting a series of short, interactive webinars where we can

The first step to improving profitability is increasing revenue. This often requires more resources, more capacity….often a risky and expensive step. Every business’ first question should be: How ca

This is a fictitious story about the wide gap and personality differences between the function of the chief marketing officer (CMO) and that of the chief financial officer (CFO). I made up the two cha

In an experiment described in the book “The Invisible Gorilla,” volunteers were shown a video of young people tossing a basketball around and were told to keep track of how many times a basketball was

What is the purpose of brakes — good brakes — on a car? To slow the car down? To stop the car? It's a thought-provoking question that you may have heard before. Perhaps the best and most expensive car